MARKETING MANAGEMENT -...
Transcript of MARKETING MANAGEMENT -...
![Page 1: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/1.jpg)
MARKETING MANAGEMENT12th edition
2
Developing
Marketing
Strategies and Plans
Kotler Keller
![Page 2: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/2.jpg)
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Figure 2.1 The Value Delivery Process
![Page 4: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/4.jpg)
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3 V’s Approach to Marketing
Menetapkan segmen nilai
Menetapkan proposisi nilai
Menetapkan jaringan nilai
![Page 5: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/5.jpg)
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Figure 2.2 Porter’s Value Chain
![Page 6: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/6.jpg)
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Benchmarks
Ukuran biaya
dan
kinerja organisasi
Ukuran biaya
dan
kinerja pesaing
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Proses Bisnis Inti
Proses Analisis
Pasar (intelijen pasar)
Proses Manajemen secara
Keseluruhan
Proses Pengakusisian
Pelanggan (penentuan
sasaran)
Proses Realisasi Tawaran
Baru (penelitian, pembuatan,
Peluncuran produk baru)
Proses Customer Relationship
Management (CRM)
![Page 9: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/9.jpg)
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Karakteristik Kompetensi Inti
• Sumber keunggulan bersaing
• Dapat diaplikasi ke dalam berbagai jenis
pasar
• Sulit untuk ditiru
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Kerangka Pemasaran Holistik
• Eksplorasi Nilai: kesempatan
pembentukan nilai yg baru
• Penciptaan Nilai: penciptaan tawaran
nilai yg lebih menjanjikan
• Penyampaian Nilai: penggunaan
kapabilitas dan infrastruktur dlm
menyampaiakn tawaran nilai yg baru
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Figure 2.3 A Holistic Marketing Framework
![Page 12: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/12.jpg)
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RENCANA STRATEJIK BERORIENTASI
PASAR
Tujuan
Kemampuan
Sumberdaya
Peluang
Keuntungan
Dan
Pertumbuhan
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Tingkatan Perencanaan Pemasaran
• Stratejik
– Keputusan target
pemasaran
– Proposisi nilai
– Analisi peluang
pemasaran
• Taktik
– Fitur produk
– Promosi
– Merchandising
– Pricing
– Saluran penjualan
– Service
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Figure 2.4 The Strategic Planning,
Implementation, and Control Processes
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Aktivitas Perencanaan
Menetapkan misi perusahaan
Membangun unit bisnis stratejik (SBU)
Mengalokasikan sumber daya bagi
setiap SBU
Menilai peluang pertumbuhan
![Page 16: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/16.jpg)
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Pernyataan Misi yang Baik
Fokus kepada jumlah tujuan yang
terbatas
Penekanan terhadap kebijakan dan
nilai utama
Menentukan lingkungan
persaingan utama
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Lingkungan Persaingan Utama
Industry
Products
Market
segment
Geographical
CompetenceVertical
channels
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GE’s breakthroughs in the process of desalination
crosses multiple competitive spheres
By 2015, two-
thirds of the
world will be
water-stressed.
Desalination
plants like this
one help to relieve
water shortages.
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Rubbermaid Commercial Products, Inc.
“Visi kami adalah untuk menjadi pemimpin
pasar global dalam setiap pasar yang kita layani.Kami akan mendapatkan posisi pemimpin ini
dengan menyediakan produk yang inovatif,
high-quality, cost-effective dan ramah lingkungan.
Kami akan memberikan nilai tambah dengan
menyediakan legendary customer service melalui
komitmen dalam memuaskan pelanggan.”
![Page 20: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/20.jpg)
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Motorola
“Tujuan dari Motorola adalah untuk melayani
Kebutuhan masyarakat dengan menyediakan
produk dan jasa dengan kualitas yang superior
dengan harga yang wajar kepada pelanggan;
untuk mendapatkan profit yang dibutuhkan bagi
pertumbuhan perusahaan sehingga akan
Memberikan peluang kepada karyawan dan
pemegang saham untuk mencapai tujuan
personal mereka.”
![Page 21: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/21.jpg)
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Table 2.2
Product Orientation vs. Market Orientation
Company Product Market
Missouri-Pacific
Railroad
We run a railroad We are a people-
and-goods mover
Xerox We make copying
equipment
We improve office
productivity
Standard Oil We sell gasoline We supply energy
Columbia Pictures We make movies We entertain
people
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Dimensi yang Membentuk Bisnis
Customer
groups
TechnologyCustomer
needs
![Page 23: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/23.jpg)
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Karakteristik SBU
• Suatu usaha tunggal atau gabungan dari usaha sejenis yang bisa direncanakan secara terpisah dari perusahaan
• Memiliki pesaing tersendiri.
• Memiliki pemimpin yang bertanggungjawab terhadap:
– Strategic planning
– Profitability
– Efficiency
![Page 24: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/24.jpg)
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Figure 2.6
Ansoff’s Product-Market Expansion Grid
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Organizations
Structure
Policies
Culture
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Figure 2.7 The Business Unit
Strategic Planning Process
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SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
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FedEx
memberikan
layanan Sunday
deliveries
Berdasarkan
permintaan
pelanggan dan
pasar.
FedEx
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Figure 2.8 Opportunity Matrix
![Page 32: MARKETING MANAGEMENT - file.upi.edufile.upi.edu/Direktori/FPIPS/PRODI._MANAJ._PEMASARAN_WISATA/... · Strategies and Plans Kotler Keller. 2-2 Figure 2.1 The Value Delivery Process.](https://reader031.fdocuments.in/reader031/viewer/2022030406/5a8001657f8b9aee018c0d26/html5/thumbnails/32.jpg)
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Figure 2.8 Threat Matrix
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Porter’s Generic Strategies
Overall Cost Leadership
Differentiation
Focus
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Marketing Plan
Executive summary
Daftar isi
Analisis situasi
Strategi pemasaran
Proyeksi keuangan
Implementasi pengendalian
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Mengevaluasi Marketing Plan
Apakah rencana itu:
simple?
specific?
realistic?
complete?
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Marketing Debate
What good is a mission statement?
Take a position:
1. Mission statements are critical to a
successful marketing organization.
2. Mission statements rarely provide
useful marketing value.
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Marketing Debate
What implications do Porter’s value
chain and the holistic marketing
orientation model have for
marketing planning?